Suddenly, there seemed to be nothing else ... My concentration on the important factual issues was gone. What is this all about? What is he talking about?' I was away at a seminar lasting several days and I had a toothache. The kind of toothache that doesn't seem to go away, no matter how many painkillers I take. The kind that is so existential that it takes you over completely, so that you can't think a clear thought.
And this toothache made me aware again of what you, what we as decision-makers and as employees should not lose sight of in times of crisis, in order to survive in times of the greatest worry and uncertainty.
Company in uncertain times
I believe that people are naturally dependent on security. He needs an environment that provides him with security. Because change always brings uncertainty, openness to change is a strong mental achievement that is difficult when the situation is so existentially uncertain that it captivates you emotionally. This is true, as my toothache made me painfully aware, for me as a private person. But it is also true when there are serious uncertainties and crises in a company's environment.
At allsafe, I think we are already quite good at providing a safe environment - and, if you look at the last few years, in very uncertain times that have had fundamental challenges in store for both people and companies.
Such a secure environment also includes a certain confidence: The concerns are justified, but we will get a grip on it. There will be a solution and then the toothache will be gone ... And for me, there is something else that can also be found, for example, in a company's business strategy that leads out of such a crisis.
The sphere of influence of your company
You cannot influence many aspects of crises. You probably have little influence on world events. This can lead to a feeling of powerlessness - or to an incentive to act where there are still opportunities to exert influence.
The trick is to recognize what you cannot influence, but not to be discouraged by it.
In terms of the company, this means, for example, giving employees security while at the same time welcoming change. It means asking yourself: What can you influence in your company, with your company, so that uncertain situations become better?
That's why it's important for me to sort out my emotional world, to understand my emotions, especially when thinking is difficult. Even if it's a tightrope walk: allowing my emotions, accepting the existential challenge but not letting it take me over completely, bringing my feelings under a certain amount of control.
I have the confidence that this is possible: to ensure that thinking becomes easier again. That new paths can be discovered in a crisis, for example a new business strategy that leads out of the uncertainty.
Speaking of crisis and paths and confidence...
"We need to find out whether the nerve is still alive or not. And that's why I suggest we drill through the crown without anesthesia. That way, we'll get timely feedback on whether the nerve is still active."
This was the opinion of the dentist at the seminar location, who thankfully treated me despite a high workload. He assumed an inflammation, but could not find out with the usual cold test to what extent the root of the tooth was affected, because the tooth was crowned. Therefore, the suggestion to drill through the crown, which I confidently agreed to, because the doctor managed to make me feel safe. And lo and behold, the nerve was no longer active, it was not the problem. The dentist injected me with an anti-inflammatory medication, I was given an antibiotic and plenty of ibuprofen. And my toothache was finally gone and I could think clearly again.
Jens Laufer
